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1 Full Conference Sponsor Track Sponsor

2 THE SEVEN PRINCIPLES FOR LEADING CHANGE Bob Voss, PhD Nonprofit Practice Leader Growth River

3 Objectives for This Seminar What is involved in leading transformational change? Integrated framework for leading transformational change. Experience of some key change leadership competencies. Clarity and focus about the current state of your organization and priority issues to focus on to move to your desired future state.

4 Disruptive Changes in Planned Giving Career path issues negotiating the transition from specialist to senior leadership. Staff turnover. Succession planning grooming the next generation of fundraising leaders. Institutions opting to invest in short-term ( quick dollar ) versus long-term ( patient dollar ) initiatives in response to the instability resulting from the great recession of Changes in giving behaviors as new generations enter the planned giving age groups. The trend towards blending major giving and planned giving functions (i.e., staff expected to do both). The need for greater collaboration across the different development functions to better serve donors and to catalyze creativity and innovation (ibreaking down the silos).

5 DEFINING CHANGE

6 Developmental Changes Developmental Changes: Improving on what you already have; e.g., streamlining processes and procedures. ADAPTED FROM BEYOND CHANGE MANAGEMENT, ANDERSON & ACKERMAN ANDERSON, 2010

7 Transitional Change Transitional Changes: Changing from an old way of doing something to a new way; e.g., switching over to a new donor management system. Old State New State ADAPTED FROM BEYOND CHANGE MANAGEMENT, ANDERSON & ACKERMAN ANDERSON, 2010

8 Developmental & Transitional Clear endpoints. Clear path for getting from A to Z. Can be managed as projects. ADAPTED FROM BEYOND CHANGE MANAGEMENT, ANDERSON & ACKERMAN ANDERSON, 2010

9 Transformational Change Growth Success Plateau Chaos ADAPTED FROM BEYOND CHANGE MANAGEMENT, ANDERSON & ACKERMAN ANDERSON, 2010 RE-EMERGENCE Future state is unknown it emerges as you move forward step by step. Path and endpoint are uncertain. Requires people to change the way they see things, how they behave and work together. May require structural and/or organizational changes. Requires a critical mass of people who embrace the changes. Transformational change needs to be LED not managed. Leading transformational change requires aligning culture, structure, strategies and implementation simultaneously.

10 Transformational Change 70% of change initiatives fail to meet project objectives of time, cost and quality. Only 20% of organizations can be considered competent at leading change.

11 Disruptive Changes in Planned Giving Career path issues negotiating the transition from specialist to senior leadership. Staff turnover. Succession planning grooming the next generation of fundraising leaders. Institutions opting to invest in short-term ( quick dollar ) versus long-term ( patient dollar ) initiatives in response to the instability resulting from the great recession of Changes in giving behaviors as new generations enter the planned giving age groups. The trend towards blending major giving and planned giving functions (i.e., staff expected to do both). The need for greater collaboration across the different development functions to better serve donors and to catalyze creativity and innovation (ibreaking down the silos).

12 The Seven Principles for Leading Change Purpose Implementation Focus Strategies Alignment & Execution Mindset Interdependencies Roles

13 The Seven Principles for Leading Change Implementation Strategies Purpose Focus Mindset Organizations change, teams develop and businesses grow at the speed at which these seven principles are applied, resolved and meaningful actions are taken. Interdependencies Roles The capacity to do this is called change leadership.

14 Creating the Conditions for Success

15 Three Steps of the Change Game Implementation Strategies Interdependencies Purpose Roles Focus Mindset 1. Activate A Compelling Purpose. What is the future vision for each principle? 2. Conduct A Gap Analysis. What is the current state? Where are the gaps? 3. Lead A Coalition To Resolve Gaps. What sequence of investments?

16 Gap Analysis Implementation Strategies Interdependencies Purpose Roles Focus Mindset 1. What is the current state of your organization? 2. What is the ideal future state? 3. What are the gaps between where you are and that ideal future state? 4. What are the priority issues you need to resolve to move to the next higher level of performance?

17 Primary Constraint to Change The Seven Principles for Leading Change are a tool for identifying and resolving a team s current primary constraint to leading change. 1. Purpose 2. Focus 3. Mindset 4. Roles 5. Interdependencies 6. Strategies 7. implementation Performance/Time

18 The Seven Principles for Leading Change Purpose Implementation Focus Strategies Alignment & Execution Mindset Interdependencies Roles

19 Team Capability Assessment 1. What attributes stand out as being issues that need to be addressed on your team? 2. What one attribute is currently your primary constraint to change? 3. What do you envision as the solution path for resolving this constraint?

20 Purpose Implementation Purpose Focus Vision, mission and purpose clear and compelling? Strategies Interdependencies Roles Mindset Team members aligned with and motivated by your vision, mission and purpose?

21 Focus Implementation Strategies Interdependencies Purpose Roles Focus Mindset Current state? Desired future state? Gaps between current and future state? Priority issues to focus on?

22 Mindset Implementation Purpose Focus Expanded sense of accountability? Candid or closed working atmosphere? Peer-to-peer feedback? Strategies Mindset Limiting stories? Interdependencies Roles Inspiring leadership?

23 Roles Implementation Purpose Focus Every key strategy, decision and activity has a single owner? Strategies Mindset Owner is accountable for execution and driving issues to resolution? Interdependencies Roles Flow of activities among roles is clear?

24 Interdependencies Clarity around where shared work exists? Implementation Purpose Focus Collaborating and communicating effectively? Strategies Mindset Clear decision-making hierarchies? Conflicts effectively resolved? Interdependencies Roles Clear and effective rules and protocols for engagement?

25 Strategies Implementation Strategies Purpose Focus Mindset Leaders advocating for strategies from the perspectives of their roles? Alignment around strategies that are best for the whole? Interdependencies Roles Clear metrics for success?

26 Implementation Implementation Strategies Interdependencies Purpose Roles Focus Mindset Delivering tangible results, creating confidence and trust? Communicating a compelling way forward? Working together to manage key activities, resources, time and risk?

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28 Exercise: Team Capability Assessment Answer the 15 questions in the Team Capability Assessment questionnaire.

29 Exercise: Team Capability Assessment 1. What attributes stand out as being issues that need to be addressed on your team? 2. What one attribute is currently the primary constraint to change to higher team performance (Question 15)? 3. What do you envision as the solution path for resolving this constraint?

30 Creating the Conditions for Success

31 HIERARCHY The Goal Is A High Performing Team That Is 1. Inspired by purpose 2. Clear-eyed focus 3. Accountable and collaborative mindset 4. Right skills in the right roles 5. Strong and clear interdependencies, reinforcing team agreements 6. Advocating strategies from a customer value perspective 7. Laser focused on implementation that resolves primary constraints for the highest impact and ROI

32 The Goal Is A High Performing Team That Is 1. Inspired by purpose 2. Clear-eyed focus 3. Accountable and collaborative mindset 4. Right skills in the right roles 5. Strong and clear interdependencies 6. Advocating strategies from a customer value perspective 7. Laser focused on implementation that resolves primary constraints for the highest impact and ROI

33 The Goal Implementation Strategies Purpose Focus Mindset If you drive all seven of the seven principles to resolution, in the right order, then success becomes inevitable. Interdependencies Roles

34 Key Take-Aways Transformational Change Seven Principles for Change Leadership Gap Analysis Primary Constraint to Change Addressing culture, structure, strategy & implementation simultaneously Culture Eats Strategy

35 Contact Us Bob Voss Phone: